How to be Coachable – Yair Areli

 

Transcript:

Mon, Jul 25, 2022

SUMMARY KEYWORDS 

sales , people , leader , push , company , crm , feedback , professional , day , team , discipline , manager , data , leadership , book , morning , lead , job , coach , constantly

SPEAKERS

Yair Areli & Christopher Smith

Intro

Welcome to the Sales Lead Dog podcast hosted by CRM technology and sales process expert Christopher Smith, talking with sales leaders that have separated themselves from the rest of the pack. Listen to find out how the best of the best achieve success with their team and CRM technology. And remember, unless you are the lead dog, the view never changes.

Christopher Smith

Welcome to sales lead dog today. I have joining me Yair Areli, you’re welcome to sales lead dog.

Yair Areli

Thank you very much. Thanks for having me.

Christopher Smith

It’s good to have you on the show. Your you are currently the senior vice president of Global Sales for Datarails. Tell us about this your current role in Datarails.

Yair Areli

I joined them almost a year ago. And I currently lead global sales and presales. And it’s an exciting business to be around a company when I joined very, very fast growth. In what I love about the company is that we have many, many hundreds of customers. And we solve real problems for people. And the funny thing is my wife is a CFO as well. So, we sold we sell to CFOs and CFO office. And then in my previous life before moving into sales, I was actually an analyst acted as a right to a hand, right, you know, right, second band for a clo and I used to do some of the things that would now so but I used to stay those late nights and contract sales and crunch data and have my PC, fail again and again and collapse, I had to restart and restart my work until two or 3am. And now we have a great solution solves that problem. So, I really, really feel the pain that our customers are feeling. And I’m glad to see that we solve it for them.

Christopher Smith

But we’ve all lived in that world of you know, just you’re trying to get this last minute stuff done. It’s so important to get it done. And it’s right. And just tech problems get in the way. And you know, it’s just a nightmare scenario. So yeah. And I love the name of the company data rails today. It’s pretty cool. When you think back over your sales career, what are the three things that have really driven your success?

Yair Areli

It’s a great question. And I’ll take a couple of seconds to answer it. So back in 2016, or 17, my former company sizes that I spent a long time with them, I really shaped up myself carry my leadership style, they sponsored executive coaching, it’s part of my professional development. And I learned a lot from the coach. And at some point, she really explicitly talked to me about it, but she made me start thinking of what defines me as a professional. In what what’s unique about me, what distinguishes me, what are the things that I aspire to demonstrate and exercise my day to day, that will be part of my professional brand. And I came up with an exploration of three pillar concepts. And I in my own words, and you can say I’m full of baloney and aspersion. But in my own words, I call it innovative for innovation, resistance, discipline, commitment. And then the third one is coachability. And innovation is thinking yourself just like a product. So just like iPhone three used to be the best phone and I’m a Samsung guy, by the way, when iPhones, we used to be the best one out there, whatever, 10 years ago, I don’t know when now nobody would buy it, because it’s the iPhone 12 or whatever is out there now is new elements and other elements or features got improved in some even in the features were discarded. And so, professionals should constantly seek to develop their own PhD in their profession. So, I called my, I’m a lifelong student of the professional self. And I constantly try to improve things, and reconsider whether if what I’m doing is still relevant, it could have been relevant in the past, but maybe it’s not relevant. So that’s a fair thing. I’m on a journey to constantly accomplishing you’re never gonna get there. It’s always the clicker, the goalposts keep moving. And the second thing for me is the resistance and discipline. And I’ll give you an analogy from sports, right? You don’t show up in the gym once every three or four weeks. And you know, you kill your body for four hours. And then you just don’t do it again, rather than you have some kind of a cadence, whatever the case may be, how much you can dedicate to it, especially some professional athletes, or even if you’re just an amateur person, call it 234 times a week, and you keep pushing yourself anytime you push yourself a little bit up. I’m not a superstar. I’ve never been never going to one of the things that worked for me is that persistence, I outwork others. And when everyone else gets tired, I know that it’s my time to shine. And I just push myself a little bit forward a little bit towards the edge. So, it’s about the persistence about pushing yourself. And the third one is the hardest thing. And it’s the hardest for many people. It’s coachability. So, if you think of us as people, we are a creature, where if I’m going to give you feedback, not quite so if you give me feedback right now, our instincts to perceive the Pacific feedback, the natural instinct is to see the threat, turn the emotional part of our brain on where the rational side of the brain usually kicks back in a little bit later. And so, we immediately try to light a fight or feedback or avoid a situation. Right? Because it’s just so gentle, I fight a fight, right? Triple F is a freedom fighter flight. And I am on a journey to coach myself to syphilitic is an opportunity. And I’m a hunter, I seek opportunities, right? So, if somebody gives me feedback, I coach myself to take a deep breath, not resist it and ask full of questions, let the rational side of my brain kick back in. And what happens is, usually in 89% of the cases, the other party is right, and I’m wrong. So, if I only gave my buddy those couple of seconds to, you know, to take it rationally, then I usually realize I’m wrong. And I immediately try to admit my mistakes. I never pushed back on feedback on the spot, I take attacks, think of it, and I may come back to in three hours and tell you how I’ve been thinking about this is why I think you’re wrong. But I usually accept it. And I’m trying to take it to the extent that not only that I don’t push back on feedback, but I also seek for feedback, I constantly ask my team, what am I missing? If you want me what would you do? What did I do wrong? Why would you do differently? And everyone asked me for the they agree with it, always ask them if they disagree with me? And what about what I just did doesn’t say try it as a resonate, that creates its positions me as somebody who’s coachable, and it creates that culture around me. But more than more than anything else, I am learning things that I didn’t know, and I get better.

Christopher Smith

That’s some great stuff there. You know, number one, I like how you answered that with three pillars. You know, to me, that’s, that’s a really strong answer. When you use the word pillar, like, these are core beliefs that I that I hold. And then the way you wrap that up with the coachability, I really believe to be a successful leader, you have to demonstrate vulnerability and empathy. And by, you know, a lot of people talk to me about they want to be coached from their, their mentors or their superiors. I’ve never had someone say to me, I want to be coached by my team. And that’s really interesting. How did you develop that perspective, or that need to get that feedback from your team?

Yair Areli

It’s, I think it’s a survival instinct. Because I realize I’m never the smartest guy in the room. What a smart individual in the room, or hardly ever. And secondly, you should know, this is what I aspire to demonstrate. I have flaws. And I don’t always live up to my own expectation myself, but that’s what I push myself to do. But I realized that nobody will take feedback from you. If you’re if you’re not demonstrating, you don’t lead by example. Specific with feedback, you show them that you are really exotic, just such as something I say just to, so they accepted it. For me, it’s a genuine intention to get to try to get better. And the fastest way to get better is to take the feedback, rationally think about it, and then put what’s right. And usually, it’s right. Could it work?

Christopher Smith

Right, so what was your first job in sales?

Yair Areli

Back when I was 12? I don’t know if it sells or not. But my mom’s friend had some kind of a small store and they would hand out pamphlets outside of the store and under the surrounding streets trying to pull people into the stores. I wasn’t really selling but I was I was SDR if you want to call it this way.

Christopher Smith

Yeah, here we go. What was the first sales job where you got paid?

Yair Areli

It was a retail sales job. When I was 22. I was in it was commissioned only. And I was one of those annoying people that when you go to the mall, you know, those guys or girls trying to push you into their pushcart in the middle of the aisles are the same stuff. I was one of those. And that’s that. I think it was one of the hardest jobs I’ve ever had. And when my STR studied up on his heart, I can generally tell him I know. As I got beaten up, I wouldn’t say you know, really beaten up a little bit in that spirit. Somebody spit out spit on me, because I try to pull them in. It was bad timing. A lot of people yelled at me, shout at me offended me. So, nobody can tell me sales is hard or outbound is hard. Right based on that job.

Christopher Smith

So, you develop a pretty thick skin from that experience, I imagine.

Yair Areli

Now, it was very long day, sometimes 12 hours on your feet. Wow. Yeah.

Christopher Smith

So, throughout your sales career, everyone goes through advancement, what was it or hopefully they do but what was it that led you into sales leadership?

Yair Areli

I actually not sure I’m not sure. I was in a for three plus years at my former company, SAS seller, and I’m originally from Israel. I was born and raised there, and I started my Korea there. And then at some point, we were selling from Israel, we are inside sales globally. And they wanted to open a presence in the US in New York. And they offered me to go and essentially open that office with a couple of other individuals. And I said, you know, what, what’s in it for me, by the way, what’s meant by how it’s gonna benefit my career. And then I said, well, we’re gonna need to hire people or whatever we want to deliver your team, the company’s DNA, and you, you carry it with you, because I was the first ad that was ever hired into that company. So, I said, it would make sense, you’ll be the first manager you bring the DNA was not only just the self-knowledge, but also the cultural knowledge there. And it looked like natural progression. So, I just, I guess it just went with the flow.

Christopher Smith

And, Yair, what was your biggest fear, heading into this position?

Yair Areli

A number of things. One of them was important, call it imposter syndrome. Immigrant in the US actually spent some, a lot of time in the US before. In my English skills weren’t good, but not great. They’re not perfect now, but they’re better. And there was a cultural gap. So you have the language barrier, then you have a cultural barrier, where like, I didn’t know the American sports talk, you know, what a Monday morning quarterback is, right? I didn’t know what the goalposts moving. Well, for me, I know soccer, in fact, was basketball for me, when I’ve been following it all my life. So, it was a big shift. Now, that was my biggest concern. And secondly, it was professional business leadership, it’s something I was never I never experienced before. I had previous experience in leadership in a very different setup. So, it was all new to me. Right? I was afraid I wasn’t going to do it. Right. And I have high expectations of myself, and I didn’t do it. Well, at the beginning.

Christopher Smith

What was your biggest lesson learned from that experience?

Yair Areli

I think it’s, I fell into the trap of most young first line sales managers, I call it the super age trap. Where you are, I was just trying to claim I’ve been the first day in the company, I was more successful than there were a few other things. But I was I was almost successful. And then I come in, and I had a few people. And I tried to teach him to do things exactly as I did. And in hindsight, trying to make people be another version of yourself, is the biggest mistake you can make as an early a young lady, young manager here.

Christopher Smith

I’ve done that. I’ve done that, just to the way I do it, it’ll be okay.

Yair Areli

Or even worse, you know, they get into trouble. So, I call it a modeling, teaching or coaching modeling is that they get in trouble move, you know, get let me do it for you. Whether I want to call it a step in and take over, or what are they trying to do something I said, let me do it for you. That’s the modeling teaching is they asked me, how do you how do you do XYZ and go do ABCD? Exactly as I would do it. And I’m never going to do it as good as is exactly the way I want them. And who by the way, who says my wavelength is the best. And then I evolved into what I call coaching. And listen, I’m still coaching and teaching, but I try not to do that anymore. Unless there’s like an emergency delegate something that where I ask them a few questions, and we it takes time and patience, but what are we trying to accomplish? What are the ways to do it? And then I try to get them to eventually land on what I want to push them to do. But I want them to feel it’s their idea. By the way in the discovery process. Sometimes I realize their way of thinking is better than mine. And like I said, I’m coachable. So, I’m vulnerable, self-telling, I don’t listen to a dumb guy like me go do what you want, what you do best.

Christopher Smith

Was there a moment where you had that realization that hey, I’m not helping them? I’m actually inhibiting them. Was there a light bulb moment that went off where like, hey, I need to change how I’m doing this?

Yair Areli

It probably took first of all, you know, there were ups and downs. It first of director I did well then, a couple of quarters, it was a sales slump, the company had a slump between they recovered very well from but I used to look at myself and say, Okay, well, no matter whatever the external forces that are fighting with, I’m going to do well. And suddenly, I did more or less like everyone else, not good enough. That was one thing and then it was some professional maturity and regularization. Maybe some of the professor’s executive coaching that I got. There was actually another step in the way to me from a super a, there was a step that I used to call the apologetic leader. Were on my team there was another and funnily enough, we’re still in touch. He’s not he’s he worked with me for five and a half years but was still in touch when he was brought into the company was brought in by the VP of sales over there. And there was some kind of an environment was created where that aid was essentially assigned to me, but it didn’t really need to listen to me because it was more experienced and he had a like legitimacy to go straight to the VP or skip me or Ignore me. So, I find myself questioning my leadership’s capabilities and style. And I started being an apologetic leader, like, you know, if I would push people to do things better, or demand a higher vibe, I felt the need to apologize. And then at some point, I realized that I’m not trying to brag or anything, but I’m good enough. We’re in what I do, consistently to push myself to become better and better and better. But from a Super Eight, apologetically I became the one that is vulnerable. But it’s pushing, they’re setting the bar, setting the self-culture and pushing the team to do the best they can possibly be the best version of themselves. And I found, a lot of people could have been receptive to that version, and results got better. And that’s, that’s how I been in hindsight, I look back and say, okay, this is the journey I went through. So, every time I coach first and second line managers, I tell them about my story and how I want them to get from A to Z in six months, whatever, three or four years.

Christopher Smith

And when you’re building a team, or especially your, like, sales managers, your team of sales managers, what are the qualities they’re looking for? In your in your managers?

Yair Areli

Are you asking about metric measures? First and foremost, I look for others orientation, just like a parent. It is not about you. And if you if it doesn’t start with you, fine. Stay in a Don’t be a manager, by the way, not, not all great people need to be managers. And second of all, I look for somebody who’s a leader and a leader, first manager second. And, and I look what I’m trying to project my pillars on them, I look, and I look for those pillars. I also try to find things that they can teach me, I don’t know well, and so it’s about vulnerability. It’s about coachability. It’s about not being emotional. It’s about resistance in Hi, I aptitude towards working hard, but smart, constant trying to get better. And like I said, and in pushing me to be a better version of myself.

Christopher Smith

So, when we were meeting prior to hitting the record button for the podcast, you asked me why I wanted you to come on the podcast. And when we were screening potential guests, we saw his link is your LinkedIn profile. And if listeners I highly recommend you go check out his profile, there was something really strong statements in your profile I want to talk to you about first thing you have in there is servant leadership. My job is to enable each and every one of my team members successes and help them moonshot their career. While they report up to me, I work for them and lead by example, from the front. I personally have really aligned with this. I think that’s why I wanted to have on the show, I think that’s really a key attribute for successful leadership or successful leaders. But how do you create that that culture? Because you’ve talked about the screening this culture around this? What are some of the things the tangible things that you’ve done to help create that, that culture of servant leadership within your team?

Yair Areli

First of all, I gotta give a credit for somebody that knows I need to know is the founder and CEO of Gong, have you ever heard of that company, used to be my direct manager, when ran our company, our former company then went on and kicked off Gong, and I was one of his first users, better users. And we’re still, I can say, we’re still fairly close. And he once told me that stuck with me. He says, you may report up to me all of you, but I work for you. I get no work to do. But enabling you, that’s my job. Now, I may not give you everything you want. Because they may be severe. Maybe I don’t have enough resources. But my job starts and ends in enabling the sales team that stuck with me. So is one of my role models. I try to live and die by that by that example.

Christopher Smith

That’s awesome. That’s awesome. You’ve talked about coachability. And no ego at the workplace. I’m passionate and focused about implementing the best idea for every problem, regardless whose idea was from. You mentioned earlier, you don’t have to be the smartest guy in the room. I know a lot of leaders like to, or at least are especially young leaders feel like they have to be the smartest person or the one everyone looks up to. How did that belief evolve for you?

Yair Areli

Hey, because I’m usually not the smartest person, but why bother? Why spend energy and pretending? Right? Be more than leadership? That’s this. That’s the way I see it is about moderating and enabling your team around you and enable them to be successful. It’s not about telling them what it’s just not what you know, the younger generations are not at all. It just turned 40 But people just don’t follow that. It’s a fact because they have other options. We live in a world where people have options, especially in tech So if you don’t present the best options, don’t seek for it as well. So, it’s just a waste of time and trying to pretend who you aren’t. And then ego has never served me. All of us have ego. I work hard to check my what I wrote over there. I live and die by law, and I’m not bullshitting. I live and die by those statements. But it’s not easy to execute on them. I need to find my own human flaws. So, I find myself sometimes in a discussion and call it an argument boxes argument, usually don’t get into too heated discussions. And then I’m like, I sometimes tell myself, why am I getting into this discussion? Why do I what am I trying to serve here? So, I think I’m, I got better at being able to control my flaws. And then as soon as I remind myself that I’m the acting by ego I, it’s easier to control it, and then hopefully check it and then listen to better ideas in mind. Who cares about nobody, nobody pays me if I bet more if my ideas were implemented, or that paid more if the best ideas will be implemented?

Christopher Smith

That’s right. That’s right. I don’t know where I read this. I wish I had a better memory for stuff like this. But I was reading about, you know, years ago, decades ago, there were three teams doing a race to one of the poles. And out of the three teams, one team just set up pattern of every day, we’re going to do 20 miles, regardless of what the weather’s like, the conditions like the terrain does not matter. We’re going to we’re not stopping until we get 20 miles every day. The other two teams that were competing against them, whenever the weather got bad, they would hunker down in their tents and wait for the weather declare. And then when the weather was good, they would push as far as they could. That day, it might be 40 miles that they would do that day. The only team that made it to the pole was the team that had that discipline of we’re going to do 20 day, 20 miles a day, regardless of the conditions, the other two teams ran out of food, or just, you know, gave up because of their, you know, starts and stops and you know, the delays and waiting for conditions to be perfect. Before they proceeded you in your profile. You talk about discipline in everything you do. And you’ve mentioned that several times in our discussion. Can you talk about, you know, having discipline as a sales leader, and within a sales organization?

Yair Areli

There’s many things to require discipline, I think everything good in life doesn’t come easy. And if, just like you said, the discipline with that thing was baked into the ball. Trying to think of a specific idea. I mean, I can speak about my discipline, every day I wake up. It’s, you know, usually I now wake up even before the alarm clock most days are on 535 40. And, and I have a couple of hours have a couple of guests lined up for me. Yeah, between that wake up, and then 7am and 7am, like pause, and they go help my wife to prepare the kids for school or now in summer camp. So, every morning, I tell myself, maybe I’ll sleep another half an hour. And then I just push myself. And then I lose my ankle, you know, man, and then a class maybe a year and a half ago, and it still hurts me every morning when I take my first five steps. It’s just unreal. I run, you know, six months 10 Kay’s a couple of times a week. And I do mixed martial arts a couple times a week. And still every morning, I wake up the first five steps when I’m standing on my left leg, it’s hurting yourself getting out of bed every morning, earlier than everyone else is even though it became my second my second nature, it’s still very hard. And that’s something I’m fairly proud of that I’m able to do it every morning, despite my natural inclination not to do it that morning. Which is every morning. I tell you if I don’t work, I go to work out. It’s not working. It’s working out which is Nope.

Christopher Smith

I’ve talked to a lot of successful leaders and that’s one of the common traits that I found is they’re highly disciplined. The people that really are achieving significant success are the ones that are highly disciplined. And they structure their days. And oftentimes they start their days just like you are it’s I began modeling myself that way where I said, I wake up every morning at 5am and I go to the gym. Those days, especially in Colorado live in Colorado, it can be really cold some of those mornings. And it’s not real fun going out and going to the gym, but I’ve just found that if I if I put that discipline in and how I start my day it carries me throughout the day. Have you found that same result for you?

Yair Areli

Yes, like I said I don’t work in the morning because a lot of my team is better It’s in Israel overseas and I live in Hoboken, which is just the Hudson Valley, New Jersey side of Hudson. But as I said, I was totally different. So, by working six to seven, and like I can get more airtime with my, my fellow exec out of Israel. So, if I’m not with them, I had to do some professional development or a workout that time that time of the day is, is, is used for meaningful activities. But yeah, you can get to you can get anything in life. And usually for people that were successful in business, in sports, and musicians, artists, anything and everything. Some people are superstars, unfortunately, I’m not one of them. I’m not saying I’m not. And I was fortunate to be gifted with some skills, and some talents. But if you don’t cultivate them, then you run out of money. By the way, there’s some days where I tell myself, I can spend two hours an evening working, reading another professional book, and I don’t do it every evening. And I intentionally chose not to be even better than I are even better than what I can be now. So, but there’s always there’s also a balance in life. I don’t work, you know, work myself to death. But I’m 100% subscribed to your concept. You got to work out if you want to achieve bigger, bigger, bigger or better results.

Christopher Smith

No, I agree. CRM integral component to every sales organization, at least it should be serum, do you love it? Or do you hate it?

Yair Areli

I would say love it. But I have to admit I don’t have been I didn’t ever develop strong emotions about it. It’s a tool. So, it’s a good tool.

Christopher Smith

Awesome. I’d love that approach. I say that to people all the time. Like it’s a tool. And it should be used as a tool like any other tool, it’s there to help make your organization better. How do you guys leverage CRM to make your team better?

Yair Areli

Unfortunately, I don’t have a fancy story here. It’s the data that we captured. It’s a sales process we defined. And as part of my process in the company, when it came in, I redefined the sales process and simplified it. And I try to use the CRM to enforce that. Not maniacally, but I do enforce it. And so, reporting the data that drives decisions and behaviors.

Christopher Smith

But do you ever struggle in your career, if you guys ever struggled with data and serum that’s a common complaint, I hear is our data, we can’t trust our data.

Yair Areli

First of all, that data is a data analytics. I can say that one at this point in the past few years have been selling data analytics. It’s the data integrity is always the biggest issue. And yes, we unfortunately suffer for this something both in my former company, which is a big company now in my cleaning company, which we you can say where some kind of a big company as well, some ways. Yeah.

Christopher Smith

What about adoption? Do you have any advice for people that is a leader, maybe they’re struggling with getting their team to really leverage CRM as a tool…

Yair Areli

Just like anything and everything else in life. You need to sell the idea. I said yes to my kids, I said idea to my better half as I guess to my prospective customers, if you don’t convince your people that it’s their interest. And you read it, tell them do it because I said so because I need you to do it. Because it’s for me, something I get done as good if you think of the best leaders, and that’s something I learned. Back when I was 20, a, I served as an officer of the Israeli Defense Forces, which was compulsory, compulsory service over there. And then I volunteered to go to Officer school as much as just being a soldier. So, they taught us that the best leaders are those who are able to make their surroundings do what they want. While this one is or the company soldiers feel like it was their idea, you don’t even feel you’re like, you know, surrendered to someone’s idea. The second-best leaders, which are still very good, but the second best are those who, Chris and I’m getting why you say so. But I trust you one at first myself. So, I’m just going to follow your lead because you know better because you better than me, that’s good, but not best. And then the worst are managers do because it sits and where leadership ends authority or managerial, managerial authority starts. So, I strive to be a leader as much as I can.

Christopher Smith

I wish there’s another book I can’t remember the name of, but I read it very early on. My dad gave it to me. I was probably 22 years old when I read the book. Last year. It was Yeah, last year. It was a book on leadership and in the book they talked about, you know, they use the analogy of a sheep herder. You know, you can be that manager that’s behind the herd with a stick whacking them trying to get them to go in the direction they want to go or you can be that that leader who’s out in front and the hurt is following because they you know he’s leading the way he’s out in front and they know if they follow Him, they’re gonna go in the right direction. That’s always resonated with me. And I’ve always tried to remember that. What advice do you have for someone who is about to assume or maybe just assumed a leadership role in sales?

Yair Areli

Go back to the super A, the vulnerable idea put apologetically a leader that, you know, it’s just trying to apologize. Why am I setting the bar high and, and maybe it was afraid to be vulnerable? And just skip those stages and go straight to being a leader. Now, how would you do that? You need to constantly possess knowledge and ideas. They don’t, they don’t have. You need to be factual and not emotional. I mean, it can be emotional in a good way to try to relate to those people. But don’t be emotionally angry. People usually don’t do stupid things on purpose. They make mistakes, but don’t do it on purpose for the most part, and if they don’t confess that they should be a team. So that’s one thing and then diversify and grow your skills and knowledge. I tried to read quite a lot. And I actually read I listen to audiobooks, but a lot of professional books are related to our craft sales as leadership, sales companies, leadership presentation skills. And I take the time to summarize those books takes forever. But I summarized them into like a Google Doc and I have a folder of all my professional books. And I learned if you think of a business American business book, it’s typically about 70,000 words because they punish us, the writers to fluff it up. And you can boil it down to about 1000 words, that makes make sense. And then three to five good ideas that you can take from the book and bring it from the theoretical world into the practical world. So, if you’re that person that can always bring a new idea that you’ve got a new song and can always lend a hand and advice. They’ll follow you. Awesome, and they want to be like you.

Christopher Smith

Thank you for coming on sales lead dog if people want to reach out connect with you. If they want to learn more about data rails, what’s the best way for them to connect?

Yair Areli

Hit me on LinkedIn, your Yair Areli I’m the only one with that name, to the extent of my knowledge, or just email me Urla first last name one [email protected] We’d love to chat and learn and get better.

Christopher Smith

Awesome and we’ll have all that information in our show notes if you didn’t catch that. So, check out the show notes on and Pelosi run.com Ford slash sales lead dog. Find this episode and many others. So, Garrett again, thank you for coming on sales lead dog and welcome to the pack.

Outro

As we end this discussion on Sales Lead Dog, be sure to subscribe to catch all our episodes on social media. Follow us on LinkedIn, Facebook, and Instagram. Watch the videos on YouTube and you can also find our episodes on our website at empellercrm.com/salesleaddog. Sales Lead Dog is supported by Empellor CRM, delivering objectively better CRM for business guaranteed.

 

Quotes

Links

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